City of San Ramon Economic Development Strategic Plan by wyf14327

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									                City of San Ramon
Economic Development Strategic Plan

                           August 12, 2005

                         City of San Ramon City Council

                               Mayor, H. Abram Wilson
                            Vice-Mayor, Jim Livingstone
                       Councilmember, David E. Hudson
                          Councilmember, Scott Perkins
                         Councilmember, Carol Rowley

          Adopted by the City Council on August 23, 2005
Acknowledgements




Economic Development Advisory Committee
Jay Bhalla                    Phil O’Loane
John Dickenson                Harry Sachs
Michael A. Farrar             Richard San Vincente
Mary Hanson                   Eric Wallis

City of San Ramon Staff
Herb Moniz                    City Manager
Marc Fontes                   Economic Development Director
Catherine Mattos              Office Technician

Consultant
Bay Area Economics

Janet Smith-Heimer            Managing Principal
Simon Alejandrino             Senior Associate
Willow Schrager               Associate
Christina Mun                 Analyst
Table of Contents

Introduction ..................................................................................................................................... 1
   Purpose of the Economic Development Strategic Plan (EDSP).................................................. 1
   EDSP Process .............................................................................................................................. 1
   EDSP Format............................................................................................................................... 1

Summary of Economic Development Goals ................................................................................... 2
  Citywide Goals ............................................................................................................................ 2
  Opportunity Area Goals .............................................................................................................. 3

Overview of the San Ramon Economy ........................................................................................... 4
  Demographic Trends ................................................................................................................... 4
  Employment Trends .................................................................................................................... 5
  Retail Analysis ............................................................................................................................ 5

Citywide Goals ................................................................................................................................ 8
Goal A: Improve and Expand San Ramon’s Retail Services .......................................................... 9
Goal B: Cultivate a Diverse and Balanced Economy.................................................................... 11
Goal C: Maintain and Strengthen San Ramon’s Fiscal Vitality .................................................... 15
Goal D: Maintain and Enhance San Ramon’s High Quality of Life ............................................. 17
Goal E: Consider the Reuse of Existing Commercial Properties That Meet the Goals of the
Economic Development Strategic Plan. ........................................................................................ 20

Opportunity Area Goals ................................................................................................................ 21
Goal F: Establish City Center as the “Heart” of San Ramon ........................................................ 22
Goal G: Develop the Crow Canyon Area as a Vital Mixed-Use Neighborhood........................... 23
Goal H: Encourage the Development of Dougherty Valley as a Well-Served Neighborhood with
Strong Links to the Rest of San Ramon ........................................................................................ 24

Implementation Plan...................................................................................................................... 26

Appendix A: Participants in EDSP Process .................................................................................. 35
Introduction

                                                Purpose of the Economic
                                                Development Strategic Plan
                                                (EDSP)
                                                The EDSP establishes direction for San Ramon’s
                                                short- and long-term economic development.
                                                Specifically, the Plan guides future land use
                                                decisions with economic development
                                                implications, and outlines strategies to enhance
                                                the City’s business retention, expansion, and
                                                attraction efforts. By leveraging San Ramon’s
                                                existing strengths and taking advantage of key
                                                opportunities, the EDSP aims to create a vital,
                                                diverse economy in the City.

                                                EDSP Process
                                                   The EDSP reflects eight months of planning
                                                   among the San Ramon Economic Development
                                                   Advisory Committee (EDAC) and local
community members. Over the course of this process, the EDAC and the public met multiple
times to review economic data, discuss goals and strategies, and formulate and evaluate the Plan.
The Plan contains input from a diverse set of stakeholders, including business owners, real estate
experts, developers, residents, City officials, educators, and other community leaders.

The EDSP builds off the findings outlined in the July 2005 San Ramon Economic Development
Strategic Plan: Economic Trends and Opportunities Report, and reflects the values and priorities
of the San Ramon community.

EDSP Format
The EDSP consists of Goals, Strategies, and Implementation Actions. The Goals describe
overarching objectives that the City hopes to achieve through the EDSP. These are divided into
Citywide Goals, which address economic development issues affecting all of San Ramon, and
Opportunity Area Goals, which target key areas planned for potential new development. Each
Goal has a series of supporting Strategies and specific Implementation Actions to be completed
by the City and other parties. The EDSP also contains an Implementation Plan, outlining the
timing of each Implementation Action and the lead party.




                                                1
Summary of Economic Development Goals

Citywide Goals
Goal A: Improve and Expand Upon San Ramon’s Retail Services
Although San Ramon has several successful neighborhood and community shopping centers, the
City’s affluent households, large daytime worker population, and rapid growth rate indicate
strong market support for additional retail space. In particular, strong demand exists for stores
with apparel, home furnishings, and other comparison shopping goods. Currently, San Ramon
residents leave the City to purchase these items, leading to a significant amount of retail
“leakage.” A new retail center in San Ramon would help recapture some of these lost sales. At
the same time, existing shopping centers could be enhanced through improvements in design and
tenant mix. These steps would improve local shopping opportunities in San Ramon, help attract
shoppers from outside the City, diversify the local economy, and generate additional annual sales
tax revenue for the City.

Goal B: Cultivate a Diverse and Balanced Economy
A diverse economic base, with employment distributed among various business sectors, can help
San Ramon weather shifts in the national and regional economy. The City should build upon and
diversify its current economic base by retaining, expanding, and attracting firms in key business
sectors. These sectors include information and technology, retail, finance and insurance, and
health services. The City should also adopt strategies to maintain and support its major
employers, such as SBC and Chevron, while encouraging growth among small businesses and
start-ups.

Goal C: Maintain and Strengthen San Ramon’s Fiscal Vitality
Like many local California jurisdictions, San Ramon has adopted a conservative approach
towards budgeting in recent years. While the City has successfully maintained a prudent
financial reserve, the regional economic downturn has forced cost reductions across all City
departments. Declines in local business-to-business (“B2B”) sales, rising retirement and medical
insurance rates, and the State’s budgetary deficit have all had significant impacts on the San
Ramon General Fund. Given these challenges, the EDSP presents strategies to strengthen the
City’s fiscal position, and allow continued provision of high quality municipal services.

Goal D: Maintain and Enhance San Ramon’s High Quality of Life
San Ramon offers a high quality of life, with clean and safe neighborhoods, an extensive series of
parks and trails, multiple recreation opportunities sponsored by the City, and an attractive natural
setting. The City’s well-educated professional population and an excellent public school system
further enhance the San Ramon’s appeal. Local campuses for Diablo Valley College, UC Davis
Extension, and the University of San Francisco, St. Mary’s College, as well as classes through the
City Park and Recreation Department, also offer ongoing career training and lifelong learning
opportunities for local workers and residents. The EDSP supports all these factors, recognizing
that a high quality of life is a key elements of successful local economic development. In
particular, the EDSP notes that the City’s population growth will require the construction and
upgrading of community facilities, with a corresponding increase in operation costs.




                                                 2
Goal E: Consider the reuse of existing commercial properties that meet the goals of the
Economic Development Strategic Plan.
Opportunities may arise for the reuse or redevelopment of existing commercial, office, and light
industrial properties throughout the City. These infill sites should be developed at higher
densities and include a mix of uses to take full advantage of San Ramon’s limited land resources.

Opportunity Area Goals
Goal F: Establish City Center as the “Heart” of San Ramon
San Ramon, like many newer suburban cities, lacks a true center of activity and community. The
vacant sites at the intersection of Bollinger Canyon Road and Camino Ramon represent an
opportunity to create a downtown district for San Ramon. These sites, often referred to as the
“City Center,” benefit from a central location, proximity to the Bishop Ranch Business Park, and
easy access from Interstate 680. Particularly if combined with adjacent parcels, the City Center
site has the potential to become the “heart” of San Ramon. This new downtown development is
anticipated to contain a mix of uses including public facilities, retail, office space, and residential
units.

Goal G: Develop the Crow Canyon Area as a Vital Mixed-Use Neighborhood
At this writing, the Planning Commission has tabled the consideration of the Crow Canyon
Specific Plan. Although no future public hearings are scheduled at this time, the Commission
expects to revisit the issue in the near future. The Crow Canyon area represents a key opportunity
site for economic development in San Ramon and should be considered in the City’s future
economic development activities.

Goal H: Encourage the Development of Dougherty Valley as a Well-Served Neighborhood
with Strong Links to the Rest of San Ramon
The development of Dougherty Valley will effectively double San Ramon’s population, adding
11,000 dwelling units to the City. The developers have completed approximately 3,500 units, and
anticipate a buildout schedule of 1,000 units a year. Plans for Dougherty Valley also include two
neighborhood shopping centers, a community center, a 40,000 square foot library, and a 165,000
square foot Diablo Valley College (DVC) campus.1 By supporting these plans, the EDSP seeks
to provide necessary services to new residents, while establishing strong links between Dougherty
Valley and the rest of San Ramon.




1
 Phase I of the library is a 11,600 square foot building. In later phases, the library will be expanded to
40,000 square feet, and serve as a joint facility for the City and DVC campus.


                                                      3
Overview of the San Ramon Economy

This section of the EDSP summarizes current and future demographic, economic, and market
conditions in San Ramon. These trends offer a perspective on the City’s economic strengths,
weaknesses, and opportunities, and give context to the EDSP Goals and Strategies outlined later
in the document.

For a more detailed discussion and analysis of these factors, please refer to the July 2005 San
Ramon Economic Development Strategic Plan: Economic Trends and Opportunities Report.

Demographic Trends
Population
The U.S. Census shows San Ramon is a moderate-sized community that grew at a faster rate than
both the County and the Bay Area over the last decade.2 Between 1990 and 2000, San Ramon’s
population grew from 25,300 to 44,700, at an annual average rate of 2.4 percent. In contrast, the
County and the regional population increased annually by 1.7 and 1.2 percent, respectively, over
the same period.

This strong growth is expected to continue over the next 15 years. Currently, the California
Department of Finance estimates San Ramon’s population at 51,000 residents. As the buildout of
Dougherty Valley continues, the City expects to reach a total population of approximately 96,000
by 2020, an 88 percent increase.

Income, Occupation, and Education
San Ramon is a relatively affluent community, with a 2004 median household income of
$109,900. In comparison, Contra Costa County and Bay Area households have estimated median
household incomes of $71,900 and $71,600, respectively.

These income trends parallel the large percentage of San Ramon residents in high-wage
occupations. The 2000 Census shows that 25 percent of San Ramon employed residents worked
in management positions, compared to 15 and 12 percent of employed residents in the County
and Bay Area.

San Ramon residents’ advanced educational attainment also falls in line with the City’s high
household incomes and occupational profiles. Almost 53 percent of San Ramon residents 25
years and older have a Bachelor’s degree or higher. This figure significantly outpaces the County
and region, where 35 and 37 percent of residents 25 years and older, respectively, have a
Bachelor’s degree.

Implications of Demographic Trends
San Ramon’s demographic profile suggests strong potential for economic development in the
City. In terms of new retail development, San Ramon’s rapid growth projections, advanced
educational attainment, professional workforce, strong homeownership rates, and high household
incomes are very positive indicators for retailers.



2
 The Bay Area includes the counties of Alameda, Contra Costa, Santa Clara, San Mateo, San Francisco,
Marin, Solano, Sonoma, and Napa.


                                                  4
The City’s demographic profile also matches the workforce needs of many firms, particularly in
professional industries that seek to locate in well-educated, stable communities in order to attract
employees.

Employment Trends
Key Industries
Data from the California Employment Development Department (EDD) indicate that as of 2003,
San Ramon housed approximately 31,000 jobs.3 This represents a decline in the local economy
from 2001, when the City had approximately 34,000 jobs (a 9.4 percent decrease in two years).

The Information sector continues to play a vital role in the San Ramon economy, making up 20
percent of total employment. However, this sector has proven highly volatile in recent years, and
is responsible for a significant share of the City’s job losses since 2001. The Professional,
Scientific, and Technical Skills sector shows similar trends as the Information sector, with 11
percent of local employment and a seven percent decline between 2001 and 2003.

EDD data also indicate that while the total number of San Ramon jobs has fallen since 2001, key
segments show growth. Expanding sectors include Finance and Insurance, Retail Trade, and
Accommodation & Food Services. Steady employment in the Health Care sector has also helped
stabilize the local economy.

In discussing local employment, it is worth noting that since 2003, indicators show positive
growth in the regional and national economies. For example, the San Jose-Sunnyvale-Santa
Clara, Oakland-Fremont-Hayward, and San Francisco-San Mateo-Redwood City metropolitan
areas all gained between 1,800 and 4,900 jobs between April and May 2005. It is likely,
therefore, that San Ramon’s economy has also stabilized and regained strength over the last two
years.

Business Size
The EDD data also show that San Ramon’s employment base is concentrated in larger employers
with over 75 employees. However, small firms with up to 25 employees and medium-size firms
with 26 to 75 workers make up the vast majority of employers and collectively contain almost 36
percent of total jobs. These findings point to the need for a multi-tiered economic development
strategy that serves both small and large firms.

Retail Analysis
Taxable Sales Trends
Between 1999 and 2003, San Ramon experienced a 10.3 percent decline in taxable retail sales,
with sales falling from $507 million to $455 million. Virtually all retail categories in San Ramon
suffered a loss in sales over these years. The significant decrease in local employment likely
accounts for these sales losses.

Examining the same taxable sales data on a per capita basis (i.e., total sales divided by
population) allows for a direct a comparison of San Ramon with other jurisdictions, and presents
a more positive outlook of San Ramon’s performance. Figure 1 contains this data.


3
    Latest data available is 2003.


                                                  5
              Figure 1: Per Capita Retail Sales in Comparable Communities, 2003

  $30,000


  $25,000
                                                                                 All Other Retail Stores
                                                                                 Service Stations
  $20,000
                                                                                 Auto Dealers & Supplies
                                                                                 Bldg Material & Farm Impl.
  $15,000                                                                        Home Furnishings & App.
                                                                                 Eating and Drinking
                                                                                 Food Stores
  $10,000
                                                                                 General Merchandise
                                                                                 Apparel
   $5,000


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Source: CA Board of Equalization; BAE, 2005.


The analysis indicates that on a per capita basis, San Ramon outperforms neighboring cities with
comparable retail mixes. For example, San Ramon generated $9,700 in per capita taxable retail
sales in 2003, compared to $7,200 in Danville and $6,800 in Lafayette.

However, cities with regional shopping centers and/or auto dealerships such as Walnut Creek,
Dublin, Pleasanton, and Pleasant Hill, all generate far greater per capita sales than San Ramon.
These communities experienced per capita sales ranging from $16,700 to $28,000 annually.

For comparison purposes, retail sales tax revenue comprises approximately 15 percent of the San
Ramon General Fund. In Walnut Creek, Dublin, Pleasanton, and Pleasant Hill, retail sales make
up 15 to 30 percent of the total General Fund.

Supportable Square Feet Analysis
An analysis of the potential for new retail space in San Ramon, based on current and future
spending power and on local household growth projections, shows strong demand for new retail
space in the City.

The analysis suggests that at full buildout, demand exists for approximately 923,000 square feet
of new retail space in San Ramon. When analyzed on a category-by-category basis, this space
translates into approximately five to 20 new apparel stores, a mix of small and large general
merchandise and specialty outlets, three to four food stores, 15 to 20 restaurants, and up to seven
home furnishings and appliances stores.

New neighborhood commercial development planned in Dougherty Valley would absorb a
portion of this demand. Netting out the planned Dougherty Valley retail centers leaves demand
for 673,000 to 723,000 square feet of new retail space elsewhere in San Ramon. In addition,



                                                                  6
regional demand could potentially support approximately 86,000 square feet of additional apparel
space and 96,000 square feet of additional home furnishings space.

It is important to note that new retail development in the Tri-Valley Area, including the
rehabilitation of the Stonestown Mall and the development of IKEA in Dublin, could absorb a
portion of this local and regional demand. San Ramon also faces the challenge of its location
between several regional shopping destinations, including Walnut Creek, Pleasanton, and Dublin.
A unique type of retail center, such as a “lifestyle” center with higher-end offerings, would better
compete with existing and planned retail supply in the area.




                                                 7
Citywide Goals




                 8
Goal A: Improve and Expand San Ramon’s Retail Services

                                             Strategies
                                             Strategy A-1: Encourage San Ramon residents and
                                             employees to shop in San Ramon.
                                             The retail analysis and interviews with San Ramon
                                             residents suggest that a significant amount of retail
                                             “leakage” occurs in San Ramon as residents leave
                                             the City for their shopping needs. Adding new
                                             stores would help promote more local purchases. At
                                             the same time, residents can also be urged to shop at
                                             existing stores as often as possible to sustain San
                                             Ramon businesses and support the City General
                                             Fund through sales tax revenue.

                                             The sizeable daytime population at Bishop Ranch
                                             Business Park also represents significant potential
                                             demand. Sunset Development estimates
                                             approximately 30,000 workers are located in the
Park. A 2004 International Council of Shopping Centers (ICSC) survey found that suburban
office workers typically spent $3,300 annually near their place of work. This spending translates
into approximately $99 million in sales when applied to Bishop Ranch’s workforce. Bishop
Ranch already offers workers discounts and other incentives to shop in San Ramon. The City,
Chamber of Commerce, and other business interests should work with Sunset Development to
further encourage Bishop Ranch employees to shop and dine locally.

Strategy A-2: Continue to improve existing shopping centers in San Ramon.
Although existing centers in San Ramon show high lease rates and low vacancies, room for
improvement still exists. Specifically, circulation patterns, signage, tenant mix, landscaping, and
other factors could be enhanced to encourage residents and local workers to shop in San Ramon.

Strategy A-3: Add new apparel and home furnishings stores to San Ramon’s retail mix.
The retail analysis indicates that at full buildout, San Ramon households and employees would
generate approximately $73 million in apparel sales and $59 million in home furnishings and
appliances sales annually. This strong demand reflects the City’s high household incomes and
robust population growth. New housing development in Dougherty Valley particularly points to
the need for more home furnishings stores. San Ramon should augment the supply and variety of
stores in these categories to capture these sales and offer residents and workers more attractive
shopping options in the City.

Strategy A-4: Continue to explore the feasibility of developing a new lifestyle shopping center
in San Ramon.
A lifestyle center could offer the unique shopping environment that would allow San Ramon to
draw shoppers from the region and compete effectively with other retail centers along the I-680
corridor. The retail analysis points to strong demand from local households for such a center.
However, it remains unclear whether adequate land exists in the City for a development of this
scale (typically 325,000 to 500,00 square feet). Competing retail in the region may also limit the
potential tenants in a new San Ramon center. Given these questions, the City should continue to


                                                 9
explore the potential for a new lifestyle shopping center, with the assistance of retail developers,
brokers, and other industry experts.

Strategy A-5: Expand dining options in San Ramon to include more higher-end
establishments.
Interviews with key stakeholders pointed to a limited number of high-end dining options in San
Ramon. Currently, many residents travel to Danville or Walnut Creek in search of “white
tablecloth” and full-service restaurants. Residents also expressed desire for high-end family-
oriented restaurants. High-quality restaurants, including chain stores and independent operators,
can offer evening entertainment for young couples and adults, attractive dining options for
business travelers and meetings, and can generate foot traffic at new and existing shopping
centers. Given the right site, a well-targeted restaurant could flourish in San Ramon, due to the
City’s high incomes, large baby-boomer population, and professional workforce.

Implementation Actions
        Work with the Chamber of Commerce on its Shop San Ramon program.

        Identify potential higher-end and family-oriented restaurants that could be located in San
        Ramon, and assist them in identifying potential sites.

        Contact successful, unique San Ramon retailers to understand their business plans and
        expansion needs.

        Maintain ongoing communication (e.g., through an annual meeting) with owners and
        operators of existing San Ramon shopping centers. Discuss strategies to improve
        operations, such as signage, circulation, and center design. A retail specialist could
        participate in this process to recommend improvements.

        Continue to provide new Bishop Ranch employees and San Ramon residents with
        information on shopping and dining opportunities in the City.

        Continue to attend retail industry conferences and events to publicize the potential for
        new retail development in San Ramon directly to retail brokers, developers, and tenants.

        Identify the likely site for a new lifestyle shopping center in San Ramon, if such a
        development were to occur. Currently, the City Center site remains the leading candidate
        in this regard. As stated in Goal F, the total amount of developable land at City Center
        should be evaluated as the City plans for new development in the area.

        Work with retail brokers and other experts to identify tenants for new and existing
        shopping centers in San Ramon. Tenants should fill niches within the local and regional
        retail market. Furthermore, San Ramon is best characterized as an affluent family-
        oriented community, and retail options in the City should serve this market.

        Consider initiating a Request-for-Proposals process for development of a new lifestyle
        shopping center in San Ramon in mid-2006.




                                                 10
Goal B: Cultivate a Diverse and Balanced Economy

                                                        Strategies
                                                         Strategy B-1: Retain, expand, and
                                                         attract firms in the Information sector
                                                         and Professional, Scientific, and
                                                         Technical Skills sector.
                                                         The Information sector comprises the
                                                         largest share of the San Ramon economy,
                                                         accounting for over 20 percent of total
                                                         employment, or 6,200 jobs. The
                                                         Professional, Scientific, and Technical
                                                         Skills sector also makes up a major share
of the economy, with 11 percent of total employment and 3,400 jobs. As stated earlier in this
Plan, these sectors have proved volatile over recent years due to fluctuations in the regional and
national economy. Nevertheless, they remain a pillar of San Ramon’s economic base. As such,
the City should promote the development of new firms while supporting existing employers. As
the Bay Area’s bio-technology sector expands, the City should also look for opportunities to add
firms in this industry as well.

Examples of San Ramon Information firms include SBC Communications, Pacific Bell, Pacific
Telesis, and ADP.

Strategy B-2: Continue to support the expansion of the Finance and Insurance sector.
The Finance and Insurance sector comprises San Ramon’s third largest industry sector (9.3
percent of total), and is one of the fastest growing segments of the local economy. Between 2001
and 2003, the Finance and Insurance sector expanded from 2,306 to 2,885 jobs, a 25 percent gain.
As one of the emerging sectors of the local economy, the City should take a pro-active approach
towards supporting firms in these industry.

Major Finance and Insurance firms in San Ramon include Irwin Union Bank and Trust, New
York Life Insurance Co., and Diablo Financial and Trust Corporation.

Strategy B-3: Maintain and augment the City’s Health Care industry.
Employment in the Health Care remained stable between 2001 and 2003, with approximately
2,300 jobs, or seven percent of San Ramon’s total employment in 2003. This stability contrasts
with the volatility of other sectors, indicating that Health Care merits attention in the City’s
economic development agenda. Participants in EDSP community workshops have also expressed
that strong local health care services encourages residents to remain in the City as they age. As a
white-collar professional industry, health care also boosts San Ramon’s image as an attractive
place to live and work. However, it should also be noted that major health care facilities do
generate a greater traffic impacts than typical office uses, due to patient visits. Health care
providers also contribute a limited amount of sales tax revenue to the City.

The San Ramon Regional Medical Center is this sector’s largest employer. Primed Management,
the management firm for the Hill Physician’s Network, is the second largest employer in this
sector, and small to mid-sized medical practices make up the bulk of the other firms.




                                                11
Strategy B-4: Continue to support San Ramon’s Accommodation & Food Services industry.
The Accommodation & Food Services sector experienced strong growth in San Ramon over
recent years. Between 2001 and 2003, this sector grew 17 percent from 1,700 to 2,000 jobs, and
now represents over six percent of the City’s total employment. In addition to creating local jobs,
this industry generates transient occupancy tax (TOT) and sale tax revenue for the City General
Fund. The industry also shares strong links with businesses in Bishop Ranch that require lodging
and entertainment for employees and guests. All these factors point to the Accommodation &
Food Services industry’s valuable role in the San Ramon economy.

Strategy B-5: Support small business development and expansion in San Ramon.
As stated earlier, small firms with up to 25 employees and medium-size firms with 26 to 75
workers make up the bulk of employers and collectively represent almost 36 percent of total jobs.
In addition to providing steady employment for a significant share of the local economy, small
businesses have the potential to expand and thrive in the right environment. The Tri-Valley
Business Council’s 2005 Preserving Prosperity Report also indicates that new job growth in the
region will primarily occur through small firms, rather than the relocation of major companies.

In San Ramon, local demographics (e.g., high educational attainment and household incomes) can
contribute to this entrepreneurial growth. Businesses can be born as established professionals
create new ventures and spin-off existing companies. Bishop Ranch and other office projects also
offer space to serve smaller companies, as well as the potential for partnership, collaboration, and
synergy between new and established firms. Resources such as the San Ramon Business
Enterprise Center, the Contra Costa Small Business Development Center, and the San Ramon
Public Library also create a supportive environment for small business start-ups and expansion.
Local secondary education institutions should also contribute to the formation of an
entrepreneurial class.

Strategy B-6: Enhance the City’s business-friendly environment at the staff level and through
an efficient permitting process.
The City of San Ramon should promote a culture of business support among its staff. City
employees should be well-informed and willing to assist firms with their concerns and needs,
particularly staff that interface with the public for licenses, permits, planning, and other business
services. In addition, the City’s fee schedule and permitting process should be efficient and cost
competitive with neighboring communities, and generally reflect a business-friendly perspective.

Strategy B-7: Aim for a balance between residential, office, retail, and other land uses in San
Ramon.
A mix of these uses helps support a healthy jobs-housing balance in the City, facilitates a day and
night-time economy, and can help limit auto trips. Furthermore, a diversity of land uses allows
for a variety of industry sectors to locate in San Ramon.

Implementation Actions
        Create marketing material and regularly update the City website with information
        regarding population, household income, education, and employment trends in San
        Ramon.

        Continue to collaborate with local commercial real estate brokers to maintain a web-
        based space available locator service through the City’s website.




                                                 12
Establish ongoing communication with existing businesses, particularly larger employers.
(e.g., through special meetings with City staff, an annual summit, or both). The Chamber
of Commerce and other business leaders should play an active role in this process.

Continue to work with the existing network of business services in San Ramon and the
region. These include the San Ramon Chamber of Commerce, the San Ramon Business
Enterprise Center, the San Ramon Public Library, the Regional Training Institute, the
Workforce Development Board of Contra Costa County, and the Contra Costa County
Small Business Development Center. Each of these groups should cross-market their
respective training programs.

Continue to support the Tri-Valley Convention and Visitor’s Bureau.

Support the San Ramon Business Enterprise Center if it meets the City’s needs and goals.

Collaborate with Diablo Valley Community College, UC Davis, St. Mary’s College of
California, and University of San Francisco campuses in San Ramon, as well as the
Workforce Development Board, to strategize on workforce development efforts and
services for local businesses seeking employee training. Educational programs at these
institutions should be linked with the key industries listed above.

Conduct a survey of small businesses in San Ramon to understand their needs and how
the City can support their growth.

Consider contracting with local firms when feasible for public services. Local companies
should receive Requests for Proposals when they are issued by the City.

Discuss with the San Ramon Medical Center the possibility of developing specialized
health care services at the Center.

Complete and distribute a San Ramon Business Resource Guide, containing information
on educational and training programs, financing resources, and local government contacts
for new and existing firms.

Identify opportunities to streamline the City’s permitting process. As a key component of
Strategy B-6, the City should review its permitting process to make it efficient and user-
friendly. The permitting process should be prepared to handle specialized tenant
improvements in health care and other technical industries to support growth in these
sectors. Furthermore, City fees should be cost-competitive with neighboring cities, while
effectively recovering costs.

Identify infill and reuse sites for new development in San Ramon, per the 2020 General
Plan. Examine public-private strategies and mixed-use scenarios to promote
development at these sites (See Goal E).

Continue to update the City’s zoning regulations to allow progressive floor-to-area-ratios
(FARs), parking standards, and other development regulations in accordance with the
2020 General Plan. Zoning requirements should allow for a blend of complementary
uses throughout the City.




                                        13
Organize a committee of City representatives to meet with SBC and discuss the
implications of the company’s merger with AT&T. Issues to be discussed include local
employment and point-of-sale reporting (see Goal C). Similar efforts should also occur
as major firms such as Chevron make significant changes to their corporate structure.




                                      14
Goal C: Maintain and Strengthen San Ramon’s Fiscal Vitality

                                                         Strategies
                                                         Strategy C-1: Attract new retail sales tax
                                                         revenue-generating businesses to San
                                                         Ramon.
                                                         San Ramon’s taxable retail sales have
                                                         declined in recent years, largely as a
                                                         result of job losses. However, local
                                                         demographics suggest strong potential for
                                                         additional retail space. The City should
                                                         pursue the development of additional
                                                         retail space to generate more sales tax
revenue and ease the fiscal reliance on business-to-business (“B2B”) sales. Taxable retail sales
can also occur at service commercial and industrial uses such as construction material vendors.

Strategy C-2: Enhance the City’s Business-to-Business (“B2B”) sales tax revenue.
B2B activity makes up a significant portion of San Ramon’s total taxable sales. In 2003, B2B
sales comprised approximately 30 percent of total taxable sales in the City. Unfortunately, B2B
sales have proven highly volatile. Due to declines in the telecommunications industry, B2B sales
in San Ramon fell from $849 million to $198 million between 1999 and 2003, a 77 percent loss.

Given the dynamic nature of B2B sales, the City should not rely on them for consistent ongoing
revenue. Nevertheless, they play a vital role in the City’s finances. As such, steps should be
taken to optimize local B2B sales by encouraging local firms to report San Ramon as the point-
of-sale for their transactions. Communicating with local firms on this issue also helps the City
gain a better understanding of technology, business, and regulatory trends that impact B2B sales.

Strategy C-3: Continue to examine the feasibility and benefits of increasing the City’s transient
occupancy tax (TOT) rate.
In the November 2004 election, San Ramon voters failed to approve an increase in the City’s
TOT rate from 7.25 percent to 10 percent over four years, despite a lack of opposition to the
measure. Currently, the City’s TOT rate is one of the lowest in the area. As a comparison,
Walnut Creek and Concord have 10 percent rates and Dublin and Pleasanton have 8.0 percent
rates. The City should revisit this proposal and take additional steps to educate local voters on the
issue, reporting on the fiscal benefits of a higher TOT rate.

Strategy C-4: Proceed with the Redevelopment Plan Amendment to improve the bonding
capacity for redevelopment projects, including public facilities.
In order for the Redevelopment Agency to increase its activities within the City’s redevelopment
area, amendments to the redevelopment plan will be considered by the Agency. These
amendments include raising the limit on tax increment revenue that can be collected by the
Agency, and increasing the limit on bonded indebtedness that can be incurred by the Agency.
The Plan Amendment will identify new redevelopment projects to be undertaken with Agency
funding, and will include an estimate of future tax increment revenue to pay for the identified
projects such as the expansion of the Senior Center.




                                                 15
Implementation Actions
    Collaborate with local business leadership to investigate B2B reporting practices for San
    Ramon firms. This effort could include a survey of local firms to analyze their B2B sales
    trends and their roles as suppliers or purchasers of B2B goods. Cases should be
    identified where local B2B sales could be enhanced occurred due to changed reporting
    practices. The telecommunications industry should be a focus of this analysis, given its
    major role in the San Ramon economy, and its history of strong B2B sales in the City.

    Create a "how to" fact sheet on recommended reporting practices and provide fact
    sheet to major corporations in San Ramon to encourage reporting that benefits local fiscal
    conditions.

    Forecast the timing and amount of sales tax revenue that will be generated by new retail
    space in Dougherty Valley.

    A committee of City representatives should meet with SBC to understand the
    implications of the company’s merger with AT&T. Issues to be discussed include local
    employment and point-of-sale reporting (see Goal B).

    Plan to include the ballot measure to increase the TOT rate in a future election.

    Identify and publicize the direct fiscal benefits to the City from increased annual retail
    sales tax revenue.

    Strategies and Implementation Actions under Goal A would also contribute to the City’s
    fiscal health by generating additional retail sales tax revenue.

    Continue the Redevelopment Plan Amendment process for consideration of approval by
    the Redevelopment Agency.




                                             16
Goal D: Maintain and Enhance San Ramon’s High Quality of Life


                                                     Strategies
                                                    Strategy D-1: Continue to provide high-
                                                    quality public services and facilities for the
                                                    community.
                                                    Interviews with local community members
                                                    found that San Ramon’s City-sponsored
                                                    recreational activities, well-maintained
                                                    streets, modern community facilities and
                                                    parks, and public library all contribute to the
                                                    high quality of life in San Ramon. These
                                                    factors make San Ramon an attractive place
to live and work. The City should continue its commitment to the construction and expansion of
community facilities, and seek support from other public and private institutions to further
improve services.

Strategy D-2: Offer a range of housing types affordable to various income groups.
San Ramon, like the rest of the Bay Area, has experienced dramatic increases in home sale prices
in recent years. Between May 2004 and 2005, the median home sale price in San Ramon jumped
from $630,000 to $749,000, a 19 percent gain, making it one of the most expensive cities in the
County.

The availability of affordable housing plays a major role in employers’ locational decisions, and
helps them recruit and retain employees. The lack of affordable housing also contributes to
longer commutes and increased congestion, as local workers are forced to live in more distant
areas due to high housing costs. A range of housing prices would allow new buyers and renters
to enter the San Ramon housing market, settle into the community, and stay in the City as their
housing needs change.

Strategy D-3: Support the development of a central “gathering place” for the community.
Many San Ramon residents feel the need for a pedestrian-friendly place to socialize, shop, and
dine after work or on the weekends. Such a locale would help cultivate a “heart” or downtown
for the City, augment San Ramon’s community vitality, and create a sense of place. Strategy F-1
discusses this concept in more detail.

Strategy D-4: Continue to work with the local school district to support San Ramon’s high
quality public education system, and provide shared facilities that serve both community
members and students.
The San Ramon Valley Unified School District is widely recognized for its high academic
standards and excellent student performance. Nearly all of the District’s schools were ranked in
the top 10 percent of California schools in 2003. The City should support this success by
working closely with the District in facilities planning, and collaborating on shared facilities
when appropriate. Furthermore, efforts should be made to phase school development in time with
new housing development to avoid overcrowding at existing schools.




                                                17
Strategy D-5: Work closely with the community when planning major new development
projects.
The City should continue to engage the local community in planning initiatives such as the 2020
General Plan, the Crow Canyon Specific Plan, and the Northwest Specific Plan. In addition, the
City should encourage developers to pro-actively involve the San Ramon community in planning
major projects. These efforts help address local needs and concerns at the early stages of the
process, and can help build support for a project or plan.

Strategy D-6: Strike a balance between new development and added traffic congestion.
While new development can enhance San Ramon’s vitality and generate revenue for the
community, it can also lead to additional traffic. The City should aim to balance these factors,
and adopt creative solutions to traffic impacts whenever possible, including transit- and
pedestrian-friendly design.

Strategy D-7: Continue to enhance San Ramon’s high quality of life through application of the
2020 General Plan.
The 2020 General Plan provides an effective long-term guide to development in San Ramon, and
reflects the input of a wide range of stakeholders, including residents, local employers, public
officials, and other community members. The City should continue to implement the Plan and
periodically update key sections such as the Housing Element as necessary.

Implementation Actions
        Adopt a citywide inclusionary housing ordinance. The 2002 Housing Element calls for a
        25 percent affordability requirement serving very low, low, and moderate income
        households.

        Continue to work towards adoption and implementation of the Northwest Specific Plan,
        which would add 830 units to the City. Currently, 25 percent of these units are planned
        for very low, low, and moderate income households.

        Explore the feasibility of a jobs-housing linkage fee, per the 2002 Housing Element.
        Such a fee would place a per square foot charge on new commercial buildings to support
        the development of affordable housing in San Ramon.

        Support expanded recreational opportunities serving youth, families, adults, and seniors.

        Identify opportunities and funding for needed additional or expanded community
        facilities (e.g., Senior Center, sports and recreation facilities, trail system, etc.).

        Work with school district and developers to plan for and construct needed facilities in
        conjunction with new housing development under the Dougherty Valley and Northwest
        Specific Plans.

        Continue the development of housing (including market rate and affordable) and
        community facilities in Dougherty Valley.

        Urge developers to initiate public participation plans early in the development process.
        Assist with the outreach for these efforts via the City’s website and local print and
        electronic publications.


                                                  18
Work with developers of major commercial projects to consider how transit access,
pedestrian access, and auto circulation can be designed to mitigate project impacts.

Update zoning ordinances and Specific Plans to reflect the 2020 General Plan. See Goal
E.

Consider a condominium conversion ordinance for San Ramon that would reserve a
portion of converted units for affordable housing. This ordinance would only apply to
apartment complexes that do not already have an approved condominium map.

Continue to investigate the feasibility of a first-time homebuyer assistance program for
San Ramon that supports the City’s affordable housing goals.

Continue to work with the San Ramon Valley Unified School District on the
development and maintenance of shared facilities to enhance educational and recreational
opportunities for community members. Examples of shared facilities include sports and
recreational uses, theaters, and libraries.




                                        19
Goal E: Consider the Reuse of Existing Commercial Properties
That Meet the Goals of the Economic Development Strategic
Plan.


                                                   Strategies
                                                 Strategy E-1: Continue to pursue reuse and
                                                 redevelopment opportunities at infill
                                                 commercial sites throughout the City.
                                                 San Ramon contains a number of low-density
                                                 underused commercial properties, particularly
                                                 in the Crow Canyon and Bishop Ranch
                                                 Subareas, as defined by the 2002 General
                                                 Plan. Over the long term, these sites and
                                                 adjacent properties could be reused to support
                                                 the development of housing and other new,
compact, mixed-use development. The City and its Redevelopment Agency should work with
property owners to facilitate this process.

Implementation Actions
       Identify and map underused parcels for reuse and redevelopment in accordance with the
       San Ramon General Plan and applicable Specific Plans.

       Review and consider changes to the San Ramon zoning ordinance to facilitate the
       development of mixed-use projects on underused commercial properties.




                                              20
Opportunity Area Goals




                         21
Goal F: Establish City Center as the “Heart” of San Ramon

                                                       Strategies
                                                         Strategy F-1: Explore the viability of City
                                                         Center as the location for a major mixed-
                                                         use project.
                                                         Possible uses for the City Center site
                                                         include retail, community facilities,
                                                         entertainment and recreational uses,
                                                         medium-density housing, and office space.
                                                         A mix of these uses generates activity
                                                         throughout the day, into the evenings, and
                                                         on weekends. New development should
also be pedestrian- and transit-friendly, building off the existing transit center at Bishop Ranch.
Furthermore, the development should generate synergy between The Marketplace and Shops at
Bishop Ranch, linking the centers into a cohesive shopping environment. Ideally, the project
would also incorporate unique and visionary “place-making” elements, such as a central plaza or
main street, that create a central gathering place for the community (see Strategy D-3).

Implementation Actions
        Identify and rezone a site large enough to accommodate a major mixed project.

        Evaluate and identify the amount of available land for development at City Center.
        Currently, the availability of “Bishop Ranch 2” as a potential site for new development
        remains unclear.

        Investigate developer and property owner interest in a mixed-use City Center project.

        Determine options to solicit developer proposals for a City Center project.

        As more concrete concepts for the City Center emerge, work closely with the local
        community to refine the plan, address any concerns, and build support for the project.




                                                 22
Goal G: Develop the Crow Canyon Area as a Vital Mixed-Use
Neighborhood

                                                    Strategies
                                                    Strategy G-1: Develop a Specific Plan
                                                    for the Crow Canyon Area in
                                                    accordance with the 2020 General Plan.
                                                    At this writing, the Crow Canyon
                                                    Specific Plan has been tabled by the
                                                    Planning Commission with no further
                                                    public hearings scheduled. However, the
                                                    Crow Canyon area still remains an
                                                    important part of the City’s economic
                                                    development future, and land uses in the
                                                    area should be considered through a
Specific Plan process.

Implementation Actions
        Continue to work towards the development of a Crow Canyon Specific Plan.




                                             23
Goal H: Encourage the Development of Dougherty Valley as a
Well-Served Neighborhood with Strong Links to the Rest of San
Ramon

                                                         Strategies
                                                      Strategy H-1: Provide community
                                                      services and public facilities for
                                                      Dougherty Valley residents,
                                                      employees, and students.
                                                      Because Dougherty Valley is
                                                      physically separated from central San
                                                      Ramon, the Dougherty Valley Specific
                                                      Plan calls for the addition of seven
                                                      public schools, a library branch, a
                                                      community center, a senior center, one
                                                      fire and one police station, and 160 to
260 acres of neighborhood and community parks. These facilities need to be maintained on an
ongoing basis.

Strategy H-2: Plan for a variety of retail services in Dougherty Valley, focusing on
neighborhood-serving retail centers.
Additional retail centers in Dougherty Valley would ease congestion around existing shopping
centers in central San Ramon and offer residents the convenience of local stores. New centers
would also encourage residents to buy locally, rather than driving to Blackhawk and other
surrounding areas for their daily shopping needs. Plans for new retail in Dougherty Valley should
focus on neighborhood-serving centers to avoid competition with potential new regional-serving
centers in central San Ramon.

Strategy H-3: Plan for a range of housing types in Dougherty Valley.
The Dougherty Valley Specific Plan calls for approximately 56 percent of the 11,000 planned
units to be multifamily dwellings and 44 percent to be single-family homes. This mix of uses
allows for a range of affordability, and promotes more efficient land use. Per the Dougherty
Valley developer agreement, 25 percent of new residential development in Dougherty Valley
must also be affordable to very low to moderate income households, augmenting the supply of
affordable housing in the City.

Strategy H-4: Allow for easy access between Dougherty Valley and the rest of San Ramon via
transit, auto, and bicycle.
Bollinger Canyon Road and Crow Canyon Road offer the only direct access points to Dougherty
Valley. To maintain a strong link between Dougherty Valley and central San Ramon, these
thoroughfares should be reasonably free of congestion. Transit services along these corridors
would also help to reduce auto traffic. The target “market” of these services should be
considered, as service hours and providers will depend on whether the users are shoppers or
commuters. In addition, as plans for the expansion of Bollinger Canyon Road continue, the
feasibility of widened sidewalks and a bike lane should be explored.




                                               24
Implementation Actions
    Continue development of public facilities in Dougherty Valley.

    Continue to track the development timing of Dougherty Valley retail centers to help the
    City’s fiscal planning.

    Continue to develop affordable housing in Dougherty Valley.

    Explore the feasibility of transit service to Dougherty Valley as the area reaches buildout
    and potential demand for bus or shuttle service grows. A market survey of residents
    would help gauge potential demand and identify the target market for services.

    Review plans for expansion of Bollinger Canyon Road to examine feasibility of widened
    sidewalks and/or bike lanes.




                                            25
Implementation Plan

The Implementation Plan provides general guidelines for the prioritization, key agencies, and
timeline for the EDSP Implementation Actions. The Implementation Plan is a living document,
and can be adjusted over time to reflect budgetary factors, new opportunities, and shifts in the
community’s needs and priorities.




                                               26
Implementation Plan for San Ramon Economic Development Strategy

                                                                                         Implementation Actions
                                                                    2006-2007                                                    2008 - 2010                              Lead/Support

CITYWIDE GOALS

Goal A: Improve and Expand San Ramon's Retail Services

Strategy A-1: Encourage San Ramon           Work with the Chamber of Commerce on its Shop San                                                                  Lead: Chamber
residents and employees to shop in San      Ramon program.                                                                                                     Support: City ED Dept.
Ramon.
                                            Continue to provide new Bishop Ranch employees and                                                                 Lead: City ED Dept.
                                            San Ramon residents with information on shopping and                                                               Support: Sunset Development
                                            dining opportunities in the City.


Strategy A-2: Continue to improve           Contact successful, unique San Ramon retailers to                                                                  Lead: City ED Dept.
existing shopping centers in San Ramon.     understand their business plans and expansion needs.                                                               Support: Chamber



                                            Maintain ongoing communication (e.g., through an annual                                                            Lead: City ED Dept.
                                            meeting) with owners and operators of existing San                                                                 Support: Local shopping center
                                            Ramon shopping centers.                                                                                            owners and mgrs



Strategy A-3: Add new apparel and home                                                                        Work with retail brokers and other experts to    Lead: City ED Dept.
furnishings stores to San Ramon’s retail                                                                      identify tenants for new and existing shopping   Support: Retail brokers and
mix.                                                                                                          centers in San Ramon.                            developers


                                            Continue to attend retail industry conferences and events                                                          Lead: City ED Dept.
                                            to publicize the potential for new retail development in San                                                       Support: EDAC
                                            Ramon directly to retail brokers, developers, and tenants.



Strategy A-4: Continue to explore the       Identify the likely site for a new lifestyle shopping center in                                                    Lead: City ED Dept.
feasibility of developing a new lifestyle   San Ramon, if such a development were to occur.                                                                    Support: Sunset Development
shopping center in San Ramon.


                                            Consider initiating a Request-for-Proposals process for                                                            Lead: City ED Dept.
                                            development of a new lifestyle shopping center in San                                                              Support: City Community Dev't. Dept.
                                            Ramon.


Strategy A-5: Expand dining options in      Identify potential higher-end restaurants that could be                                                            Lead: City ED Dept.
San Ramon to include more higher-end        located in San Ramon, and assist them in identifying                                                               Support: Retail brokers and
establishments.                             potential sites.                                                                                                   developers

                                                                                                   27
                                                                                        Implementation Actions
                                                                    2006-2007                                               2008 - 2010                                  Lead/Support

Goal B: Cultivate a Diverse and Balanced Economy

Strategy B-1: Retain, expand, and attract   Organize a committee of City representatives to meet with                                                        Lead: City ED Dept.
firms in the Information sector and         SBC and discuss the implications of the company’s                                                                Support: EDAC
Professional, Scientific, and Technical     merger with AT&T. Similar efforts should also occur as
Skills sector.                              major firms such as Chevron make significant changes to
                                            their corporate structure.



Strategy B-2: Continue to support the       See Actions in boxed area below.
expansion of the Finance and Insurance
sector.

Strategy B-3: Maintain and augment the                                                                   Discuss with the San Ramon Medical Center the       Lead: City ED Dept.
City’s Health Care industry.                                                                             possibility of developing specialized health care   Support: EDAC and San Ramon
                                                                                                         services at the Center                              Medical Center

Strategy B-4: Continue to support San       Continue to support the Tri-Valley Convention and
Ramon’s Accommodation & Food                Visitors Bureau.
Services industry.

Strategy B-5: Support small business        Support the San Ramon Business Enterprise Center if it                                                           Lead: City RDA.
development and expansion in San            meets the City’s needs and goals.                                                                                Support: City ED Dept.
Ramon.


                                            Continue to work with the existing network of business                                                           Lead: City ED Dept.
                                            services in San Ramon and the region.                                                                            Support: Existing business support
                                                                                                                                                             services (see Goal B for listing)


                                                                                                         Conduct a survey of small businesses in San      Lead: City ED Dept.
                                                                                                         Ramon to understand their needs and how the City Support: Chamber
                                                                                                         can support their growth.

Strategy B-6: Enhance the City’s            Complete and distribute a San Ramon Business                                                                     Lead: City ED Dept.
business-friendly environment at the        Resource Guide.
staff level and through an efficient
permitting process.


                                            Identify opportunities to streamline the City’s permitting                                                       Lead: City Community Dev't. Dept.
                                            process.                                                                                                         Support: City ED Dept.


                                            Review fee schedules to assure they are comparable to                                                            Lead: City Community Dev't. Dept.
                                            neighboring communities.                                                                                         Support: City ED Dept.



                                                                                                  28
                                                                                           Implementation Actions
                                                                      2006-2007                                                  2008 - 2010                                    Lead/Support

Goal B: Cultivate a Diverse and Balanced Economy

The following Implementation Actions          Create marketing material and regularly update the City                                                               Lead: City ED Dept.
apply to Strategies B-1 to B-6.               website with information regarding population, household                                                              Support: City Community Dev't. Dept.
                                              income, education, and employment trends in San
                                              Ramon.

                                              Establish ongoing communication with existing                                                                         Lead: City ED Dept.
                                              businesses, particularly larger employers.

                                              Consider contracting with local firms when feasible for                                                               Lead: Various City departments
                                              public services.


                                              Continue to collaborate with local commercial real estate                                                             Lead: City ED Dept.
                                              brokers to maintain a web-based space available locator                                                               Support: Local retail brokers and
                                              service through the City’s website.                                                                                   consultants



                                                                                                              Collaborate with college campuses in San Ramon        Lead: City ED Dept.
                                                                                                              and the Workforce Development Board to                Support: Local colleges and Workforce
                                                                                                              strategize on workforce development efforts and       Development Board
                                                                                                              services for employee training.


Strategy B-7: Aim for a balance between       Continue to update the City’s zoning regulations to allow       Identify infill and reuse sites for new development   Lead: City Community Dev't. Dept.
residential, office, retail, and other land   progressive floor-to-area-ratios (FARs), parking                in San Ramon, per the 2020 General Plan.              Support: City ED Dept.
uses in San Ramon.                            standards, and other development regulations in
                                              accordance with 2020 General Plan.


Goal C: Maintain and Strengthen San Ramon's Fiscal Vitality

Strategy C-1: Attract new retail sales tax    Implementation Actions under Goal A would generate                                                                    Lead: See Goal A
revenue-generating businesses to San          additional retail sales tax revenue.
Ramon.


                                              Identify and publicize the direct fiscal benefits to the City                                                         Lead: City ED Dept.
                                              from increased annual retail sales tax revenue                                                                        Support: City Finance Dept.

                                              Forecast the timing and amount of sales tax revenue that                                                              Lead: City Finance Dept.
                                              will be generated by new retail space in Dougherty Valley.                                                            Support: City Community Dev't. Dept.



Strategy C-2: Enhance the City’s                                                                              Collaborate with local business leadership to     Lead: City ED and Finance Dept.
Business-to-Business (“B2B”) sales tax                                                                        investigate B2B reporting practices for San Ramon
revenue.                                                                                                      firms.
                                                                                                     29
                                                                                        Implementation Actions
                                                                    2006-2007                                                  2008 - 2010                                      Lead/Support

Goal C: Maintain and Strengthen San Ramon's Fiscal Vitality

                                                                                                           Create a "how to" fact sheet on recommended         Lead: City ED and Finance Dept.
                                                                                                           reporting practices and provide fact sheet to major
                                                                                                           corporations in San Ramon to encourage reporting
                                                                                                           that benefits local fiscal conditions.


                                             A committee of City representatives should meet with                                                                    Lead: City ED and Finance Dept.
                                             SBC to understand the B2B sales tax revenue                                                                             Support: EDAC
                                             implications of the company’s merger with AT&T.



Strategy C-3: Continue to examine the        Plan to include the ballot measure to increase the TOT                                                                  Lead: City ED and Finance Dept.
feasibility and benefits of increasing the   rate in a future election.                                                                                              Support: EDAC
City’s transient occupancy tax (TOT)
rate.


Strategy C-4: Proceed with the               Continue the Redevelopment Plan Amendment process                                                                       Lead: City Redevelopment Agency
Redevelopment Plan Amendment to              for consideration of approval by the Redevelopment                                                                      Support: City ED Dept.
improve the bonding capacity for             Agency.
redevelopment projects, including public
facilities.


Goal D: Maintain and Enhance San Ramon's High Quality of Life

Strategy D-1: Continue to provide high-      Support expanded recreational opportunities serving                                                                     Lead: City Park and Community
quality public services and facilities for   youth, families, adults, and seniors.                                                                                   Services Dept.
the community.                                                                                                                                                       Support: City Community Dev't. Dept.

                                             Identify opportunities and funding for needed additional or                                                             Lead: City Park and Community
                                             expanded community facilities.                                                                                          Services and ED Depts.
                                                                                                                                                                     Support: City Public Works Dept.

Strategy D-2: Offer a range of housing       Continue the development of housing and community                                                                       Lead: City Community Dev't. Dept.
types affordable to various income           facilities in Dougherty Valley.                                                                                         Support: Housing Advisory Committee
groups.


                                                                                                           Continue to investigate the feasibility of a first-time
                                                                                                           homebuyer assistance program for San Ramon
                                                                                                           that supports the City’s affordable housing goals.



                                             Adopt a citywide inclusionary housing ordinance.                                                                        Lead: City Redevelopment Agency
                                                                                                                                                                     Support: City Community Dev't Dept.,
                                                                                                 30                                                                  Planning Services
                                                                                        Implementation Actions
                                                                   2006-2007                                                 2008 - 2010                                  Lead/Support

Goal D: Maintain and Enhance San Ramon's High Quality of Life

                                            Continue to implement the Northwest Specific Plan.                                                               Lead: City Community Dev't. Dept.
                                                                                                                                                             Support: Housing Advisory Committee


                                                                                                           Explore the feasibility of a jobs-housing linkage fee Lead: City ED Dept./Redevelopment
                                                                                                           per the 2004 Housing Element.                         Agency
                                                                                                                                                                 Support: Housing Advisory
                                                                                                                                                                 Committee/ City Community Dev't
                                                                                                                                                                 Department, Planning Services

                                                                                                           Consider a condominium conversion ordinance for Lead: Housing Advisory
                                                                                                           San Ramon.                                      Committee/City ED Dept.
                                                                                                                                                           Support: City Community Dev't. Dept.



Strategy D-3: Support the development       See Implementation Actions for Goal F.                                                                           Lead: See Goal F.
of a central “gathering place” for the
community.



Strategy D-4: Continue to work with the     Work with school district and developers to plan for and                                                         Lead: City Community Dev't. Dept. and
local school district to support San        construct needed facilities in conjunction with new                                                              ED Dept.
Ramon’s high quality public education       housing development under the Dougherty Valley and                                                               Support: San Ramon Valley Unified
system.                                     Northwest Specific Plans.                                                                                        SD


                                            Continue to work with the San Ramon Valley Unified                                                               Lead: City Community Dev't. Dept. and
                                            School District on the development and maintenance of                                                            ED Dept.
                                            shared facilities to enhance educational and recreational                                                        Support: San Ramon Valley Unified
                                            opportunities for community members.                                                                             SD



Strategy D-5: Work closely with the         Urge developers to initiate public participation plans early                                                     Lead: City Community Dev't. Dept.,
community when planning major new           in the development process. Assist with the outreach for                                                         Planning Services
development projects.                       these efforts via the City’s website and local print and
                                            electronic publications.


Strategy D-6: Strike a balance between      Work with developers of major commercial projects to                                                             Lead: City Community Dev't. Dept.
new development and added traffic           consider how transit access, pedestrian access, and auto                                                         Support: City Public Works and ED
congestion.                                 circulation can be designed to mitigate project impacts.                                                         Depts.




                                                                                                 31
                                                                                     Implementation Actions
                                                                  2006-2007                                   2008 - 2010               Lead/Support

Goal D: Maintain and Enhance San Ramon's High Quality of Life

Strategy D-7: Continue to enhance San       Update zoning ordinances and Specific Plans to reflect                          Lead: City Community Dev't. Dept.
Ramon’s high quality of life through        the 2020 General Plan. See Goal E.                                              Support: City Public Works and ED
application of the 2020 General Plan.                                                                                       Depts.

Goal E: Consider the Reuse of Existing Commercial Properties that Meet the EDSP Goals

Strategy E-1: Continue to pursue reuse      Identify and map underused parcels for reuse and                                Lead: City Community Dev't. Dept.,
and redevelopment opportunities at infill   redevelopment in accordance with the San Ramon                                  Planning Services
commercial sites throughout the City.       General Plan and applicable Specific Plans.                                     Support: City ED Dept.


                                            Review and consider changes to the San Ramon zoning                             Lead: City Community Dev't. Dept.
                                            ordinance to facilitate the development of mixed-use                            Support: City ED Dept.
                                            projects on underused commercial properties.




                                                                                               32
                                                                                          Implementation Actions
                                                                     2006-2007                                                2008 - 2010                                  Lead/Support

OPPORTUNITY AREAS

Goal F: Establish City Center as the "Heart" of San Ramon

Strategy F-1: Explore the viability of City   Identify and rezone a site large enough to accommodate                                                           Lead: City Community Dev't. Dept.
Center as the location for a major mixed-     major mixed project.
use project.

                                              Evaluate and identify the amount of available land for                                                           Lead: City Community Dev't. Dept.,
                                              development at City Center.                                                                                      Planning Services
                                                                                                                                                               Support: City ED Dept., Sunset
                                                                                                                                                               Development

                                              Investigate developer and property owner interest in a                                                           Lead: City ED Dept.
                                              mixed-use City Center project.                                                                                   Support: City Community Dev't. Dept.




                                              Determine options to solicit developer proposals for a City                                                      Lead: City ED Dept.
                                              Center project.                                                                                                  Support: City Community Dev't. Dept.



                                                                                                            As more concrete concepts for the City Center      Lead: City ED and Community Dev't.
                                                                                                            emerge, work closely with the local community to   Dept.
                                                                                                            refine the plan, address any concerns, and build   Support: EDAC
                                                                                                            support for the project.

Goal G: Develop the Crow Canyon Area as a Vital Mixed-Use Neighborhood

Strategy G-1: Continue to plan for mixed-     Continue to work towards the development of a Crow                                                               Lead: City Community Dev't. Dept.
use development in the Crow Canyon            Canyon Specific Plan.                                                                                            Support: City ED Dept.
area, as called for in the Crow Canyon
Specific Plan.



Goal H: Encourage the Development of Dougherty Valley as a Well-Served Neighborhood with Strong Links to the Rest of San Ramo

Strategy H-1: Provide community               Continue development of public facilities in Dougherty                                                           Lead: City Community Dev't. Dept.,
services and public facilities for            Valley.                                                                                                          Planning Services
Dougherty Valley residents, employees,
and students.



Strategy H-2: Plan for a variety of retail    Continue to track the development timing of Dougherty                                                            Lead: City Community Dev't. Dept.,
services in Dougherty Valley, focusing        Valley retail centers to help the City’s fiscal planning.                                                        Planning Services
on neighborhood-serving retail centers.                                                                                                                        Support: City ED Dept.

                                                                                                   33
                                                                                    Implementation Actions
                                                                  2006-2007                                          2008 - 2010                                  Lead/Support

Goal H: Encourage the Development of Dougherty Valley as a Well-Served Neighborhood with Strong Links to the Rest of San Ramo

Strategy H-3: Plan for a range of housing   Continue to develop affordable housing in Dougherty                                                       Lead: City Community Dev't. Dept.
types in Dougherty Valley.                  Valley.                                                                                                   Support: City ED Dept.



Strategy H-4: Allow for easy access                                                                Explore the feasibility of transit service to      Lead: City Community Dev't. Dept.,
between Dougherty Valley and the rest of                                                           Dougherty Valley as the area reaches buildout and Transportation Division
San Ramon via transit, auto, and bicycle.                                                          potential demand for bus or shuttle service grows.



                                                                                                   Review plans for expansion of Bollinger Canyon     Lead: City Community Dev't. Dept.,
                                                                                                   Road to examine feasibility of widened sidewalks   Transportation Division, Public Works
                                                                                                   and/or bike lanes.                                 Dept., Engineering Division




                                                                                             34
Appendix A: Participants in EDSP Process

Name                    Affiliation

Jay Bhalla              Economic Development Advisory Committee
Mark Bolton             Marriott San Ramon
Leigh Boyd              Boyd & Associates
Toby Brink              San Ramon Chamber of Commerce
Bob Burke               Shea Properties
John Carpenter          Carpenter/Robbins
George Constas
Steve Cortese           Cortese Investment
Gary Craft              San Ramon Business Enterprise Center
Fernando Cuebas         Cornish and Carey
Cliff Deutscher
John Dickenson          Economic Development Advisory Committee
Michael Farrar          Economic Development Advisory Committee
Andrea Finkel           Clubsport
Palma Fitch             Jeff's Kitchens
Joyce Gunn              San Ramon Library
Michael Gwynn           San Ramon Housing Advisory Committee
Jeffrey Hall            Contra Costa Co. Small Business Development Center
Mary Hanson             Economic Development Advisory Committee
Dave Hudson             San Ramon City Council
Nancy Kreiser           San Ramon Library
Jeff Jacobs             Centex Homes
Donna Kerger            San Ramon Planning Commission, EDAC Liaison
Bruce Kern              Economic Development Alliance for Business
Kate Kyrylyuk           Office of Assemblyman Guy Houston
Kevin Lally             Greenan Peffer Sallander & Lally
Cheryll Lemay           Diablo Valley College
Sam Lemon
Jim Livingstone         Vice Mayor of San Ramon
Beverly McAdams         Willfred, Inc.
Tom McClean
Alex Mehran             Sunset Development Company
Ted Mendelson           Mendelson Autobody
Peter Meyer             San Ramon Library
Ike Nnaji
Robin Newton            Cornish and Carey
Phil O’Loane            Economic Development Advisory Committee
Joe Penna               San Ramon Sports
Scott Perkins           San Ramon City Council, EDAC Liaison
Alyce Rados             Carpenter/Robbins
Roz Rogoff              My Training Dept.
Ellen Rosenbluth
Diana & Dick Rubottom   Mt. Diablo Realty
Harry Sachs             Economic Development Advisory Committee
Richard San Vicente     Economic Development Advisory Committee
John Schireck           Outpost


                                         35
Rob Scott                  Sunset Development Company
Craig Semmelmeyer          Main Street Retail
Hassan Sharifi             The Golden Skate
Gary Sloan                 San Ramon Regional Medical Ctr.
Walt Trembley              Bank of Walnut Creek
Pat Tuohy                  Former EDAC Chair, Crow Canyon Specific Plan Task Force
Dennis Viers
Eric Wallis                Economic Development Advisory Committee

*List includes EDAC members, key stakeholder interviews, and individuals who signed in at
EDSP sessions through July 21, 2005.




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